家具企业薪酬战略与岗位评估

薪酬战略与实践1内容u 薪酬与薪酬战略u 职位评估u 职位评估系统u 传统薪酬系统、基于绩效的薪酬系统、基于技能的薪酬系统u 如何建立薪酬系统u 奖励性方案2什么是薪酬3整体报酬nBase pay 根本工资根本工资nShort-term incentives 短期奖励短期奖励nSpecial awards 特别奖励特别奖励nDeferred cash incentives 延期的现金奖励延期的现金奖励nStock-based incentives 股票奖励方案股票奖励方案薪资薪资nProtection 保护保护nVocation 假期假期nEducation 教育教育nWork/life programs 工作工作/生活方案生活方案nPerquisites 额外津贴额外津贴nWork Content 工作内容工作内容nLearning new skills 学习新技能学习新技能nJob challenge 工作挑战工作挑战nCareer development 职业开展职业开展nTraining opportunity 培训时机培训时机nLeadership 领导能力领导能力nFeeling valued 被尊重的感情被尊重的感情nPeers 同事同事nInformation 资讯资讯nWork environment 工作环境工作环境4薪酬的构成u 根本工资u 津贴u 短期奖励u 长期奖励u 福利5薪酬的目的薪酬推动行动吸引参加 保存工作營 業 目 標鼓励改善机构绩效6薪酬系统的构成 -基础部分基础部分-中间构成中间构成-实施细节实施细节7薪酬理论 公平理论：u 投入=支出u 外部平衡u 内部公平u 个人公平u 程序公平8薪酬理论期望理论：u 一定的努力势必带来一定的绩效(E-P)u 一定的绩效势必带来一定的回报(P-E)9薪酬理论奖励理论 Employees learn to behave in ways that get rewarded and avoid behavior that does not get rewarded 员工总是喜欢做那些受到奖励的事情而防止做那些没有受到奖励的事情10薪酬与战略、文化的关系业务战略文化薪酬系统人力资源系统11薪酬战略u 外部公平u 内部公平u 个人公平u 程序公平12薪酬战略u 与业务的属性与战略结合起来(Organizational Life Cycle)u 组织文化：u 内部结构：u 外部公平：u 薪酬的行政管理：u 绩效13薪酬策略-组织开展阶段与薪酬策略开始期成熟期更新期开始期成熟期更新期基本薪酬低竞争性低奖励性薪酬高竞争性高14职位评估15岗位评估-定义u 通过考查岗位内容和组织结构,用一套连续、有序、清晰的方式,在一个组织内部确定不同岗位相对重要性大小的方法，其目的在与评估岗位在组织中的相对价值u 评估的只是职位的相对价值，因此，岗位评估的过程是一个分析、判断与比较的过程u 岗位评估的是岗位的相对价值，不是对任职者的评估u 岗位评估不是岗位分析16岗位评估u 我们为什么要评估岗位？u 如果我们没有岗位的价值体系会发生什么？u 这个后果会对我们的业务有什么影响？17岗位评估的方法u 工作分类法Job Classification Methodu 因素比较法Factor Comparison Methodu 点值法 Point Rating Method18点值法的步骤1、确定付酬因素，并确定总分值1000分。教育经验管理职责业务职责 工作环境工作的独立性犯错误的后果19点值法的步骤2、对每个付酬因素进展描述解决问题的能力Degree 5在做出与复审不一致的决定时要有独立的判断，要经常制定或开发新的政策Degree 4独立解决工作最后阶段才出现的问题。分析和解决非常规问题，工作中要经常分析大量数据，对操作程序的许多方面做出决定Degree 3根据上级的指示对非例行的工作进行独立决策。分析和评价非例行工作情况，以便和他人一起得出解决方法Degree 2经常处理超出例行工作范围的问题。根据限制条件或建立的政策标准，独立作出一些小的决策。分析标准信息数据或使用经过他人分析的数据Degree 1遵从定义清楚的标准行事，直接在工作中应用已理解的规则和程序；根据常规分析不复杂的数据Degree 0很少要处理超出例行工作或组织政策之外的问题；几乎不需要分析数据20点值法的步骤Degree 5在做出与复审不一致的决定时要有独立的判断，要经常制定或开发新的政策250Degree 4独立解决工作最后阶段才出现的问题。分析和解决非常规问题，工作中要经常分析大量数据，对操作程序的许多方面做出决定200Degree 3根据上级的指示对非例行的工作进行独立决策。分析和评价非例行工作情况，以便和他人一起得出解决方法150Degree 2经常处理超出例行工作范围的问题。根据限制条件或建立的政策标准，独立作出一些小的决策。分析标准信息数据或使用经过他人分析的数据100Degree 1遵从定义清楚的标准行事，直接在工作中应用已理解的规则和程序；根据常规分析不复杂的数据50Degree 0很少要处理超出例行工作或组织政策之外的问题；几乎不需要分析数据03、确定每个因素的分数等级21点值法的步骤3、确定每个因素的分数等级CompensationFactorsFirstDegreeSecondDegreeThirdDegreeFourthDegreeFifthDegreeJob Knowledge50100150200250Problem Solving50100150200250Impact60120180240300Working Conditions1030507090Supervision Needed255075100125Supervision Given30609012015022点值法的步骤教教育育经经验验工工作作独独立立性性管管理理职职责责业业务务职职责责工工作作环环境境职职位位 A职职位位 B职职位位 C职职位位 D职职位位 E职职位位 F职职位位 G4、对职位进展评估23点值法的步骤分分 数数等等 级级1-991100-1992200-2993300-3994400-4995500-5996600-6997700-7998800-8999900-999105、根据评估分数建立职位等级24点值法的步骤5、根据评估分数建立职位等级和公司的职位矩阵分分数数等等级级部部门门 A部部门门 B部部门门 C部部门门 D1-991职位 A100-1992200-2993职位 B300-3994400-4995职位 C500-5996600-6997700-7998800-8999900-9991025不同的薪酬体系26关于薪酬的新概念 越来越多的公司将薪酬视为驱动公司业务增长的工具 传统的薪酬体系在渐渐被其他的薪酬体系所取代27薪酬体系u 基于职位的薪酬体系u 基于绩效的薪酬体系u Merit Payu Incentive Pay Plan奖励方案u Earnings-at-Risk Pay Plan风险薪酬方案u 基于技能的薪酬体系28基于职位的薪酬体系u 广泛使用，容易操作u 通常用来确定根本工资u 容易取得内部和外部平衡29对基于职位的薪酬系统的批评u支持层级概念，容易导致员工忠诚度的降低u 假设是：员工是商品，可以确定一个固定的职位u 可能不太适合今天的扁平结构?u 可能不太适合效劳行业?u 难控制人工本钱u 同绩效的关联较差30基于绩效的薪酬体系u 侧重于公司、团队或个人的奉献与价值u 最常用的基于薪酬的薪酬体系是工资增长u 工资增长有以下特点:u 强调个人的绩效u 通常用主观的方法衡量绩效u 通常是永久性的增长31基于绩效的薪酬体系Merit Pay 绩效评估 工资增长的幅度 工资增长的指导原如此32基于绩效的薪酬体系的形式u 一次性奖励(Yearly)u 及时奖励 (Long-Service Reward,Innovation,and Achievement)u 个人奖励u 团队奖励u 利润分享 u 销售分享33基于技能的薪酬体系u Skill-Based pay rewards employees for the range,depth,and types of skills they are capable of using,so it is tied to evaluation of skill blocks 奖励员工能力u Pay goes up when employees demonstrate an ability to perform specific competency 当员工表现出更高能力时，报酬随之增加u Have to be line with the companys competency model(Competency test)必须建立在能力模型的根底上u Difficult to administrate 难以操作u Pay range is always broad 幅度通常比较宽u Need pay more attention to training 需要更多关注培训u It is hard to handle internal equity issues 难以取得内部平衡u May good for industries driven by skills 对那些能力驱动的行业有好处34不同工资体系的比较根本工资根本工资根本工资No Cap IncentiveIncentiveMerit传统薪酬体系奖励性体系风险性薪酬体系市场35如何建立薪酬结构36建立工资结构应考虑的因素u 根本工资的政策 u 决定竞争性的参考性的工资 u 决定工资幅度 u 幅度重叠u 工资幅度的重要性u 多少结构 u 高出或低出37决定工资政策1u Lag Policy 落后政策 Your Reference Salary EQUAL Updated Market Benchmark at start of year 标准工资在年头相等最近新的市场工资 u Lead Policy 领先标准Your Reference Salary FULLY AHEAD of Updated Market Benchmark at start of year 标准工资在年头百分之一百领先最近新的市场工资 u Lead-Lag Policy 落后-领先(妥协)Your Reference Salary HALFWAY AHEAD of Updated Market Benchmark at start of year 标准工资在年头百分之五十领先最近新的市场工资38决定工资政策(2)u Do we differentiate our Pay Policy for different employee categories u是否对员工类别区分工资政策u E.g.u Management 管理层 u Professionals 专业层u Staff/Others 其他员工u E.g.u Management 管理层 u Technical Service 技术效劳u Administrative 行政u Production 生产39薪酬政策$Grade 级级 别别标标 准准 工工 资资ReferenceSalary40市场数据0 050,00050,000100,000100,000150,000150,000200,000200,000250,000250,000300,000300,000350,000350,000400,000400,000414143434545474749495151535355555757595990百分比90th Percentile75百分比75th Percentile中位數Median25百分比25th Percentile10百分比10th PercentileRMBPosition Class41Position ClassNo.of Obs.Yr of ExpRegressed 10th PercentileRegressed 25th PercentileRegressed MedianRegressed 75th PercentileRegressed 90th PercentileActual MeanActual Median415312,329 13,806 15,628 20,164 27,759 15,509 16,606 4217314,077 15,925 18,272 23,383 31,768 19,044 20,056 4341616,073 18,369 21,363 27,116 36,356 22,114 23,400 4432618,352 21,189 24,978 31,445 41,607 23,803 24,298 4547820,954 24,441 29,203 36,465 47,615 29,904 30,000 4646623,924 28,192 34,144 42,286 54,492 32,685 33,161 4759527,316 32,519 39,921 49,036 62,362 43,131 43,680 4858431,189 37,510 46,675 56,865 71,368 48,467 48,942 4959535,611 43,267 54,571 65,942 81,676 58,325 58,265 5054540,660 49,908 63,804 76,470 93,471 54,821 55,566 5164446,425 57,568 74,599 88,677 106,971 59,268 58,600 5259553,007 66,404 87,219 102,834 122,419 74,535 73,410 5357560,522 76,596 101,975 119,250 140,099 96,645 97,136 5428669,103 88,352 119,228 138,287 160,333 113,331 104,250 5539678,900 101,913 139,399 160,364 183,488 129,435 124,800 5623890,087 117,555 162,984 185,964 209,988 185,869 162,500 57109102,859 135,598 190,558 215,652 240,315 226,892 212,079 58129117,443 156,410 222,797 250,079 275,022 245,599 215,615 59415134,094 180,416 260,490 290,002 314,741 254,505 255,075 60210153,105 208,108 304,561 336,298 360,196 443,284 443,284 市场数据42你公司与市场比较0 050,00050,000100,000100,000150,000150,000200,000200,000250,000250,000300,000300,000350,000350,000400,000400,0004141434345454747494951515353555557575959Your Company TrendlineYour Company TrendlineRegressed 25th PercentileRegressed 25th PercentileRegressed MedianRegressed MedianRegressed 75th PercentileRegressed 75th Percentile75百分比75th Percentile中位數Median25百分比25th Percentile貴公司回歸線Your company trendlineRMB职位等级43你公司与市场的比较Position ClassYour Company TrendlineRegressed 25th PercentileRegressed MedianRegressed 75th PercentileP25P50P754114,526 13,806 15,628 20,164 5%-7%-28%4217,023 15,925 18,272 23,383 7%-7%-27%4319,949 18,369 21,363 27,116 9%-7%-26%4423,378 21,189 24,978 31,445 10%-6%-26%4527,397 24,441 29,203 36,465 12%-6%-25%4632,107 28,192 34,144 42,286 14%-6%-24%4737,626 32,519 39,921 49,036 16%-6%-23%4844,094 37,510 46,675 56,865 18%-6%-22%4951,673 43,267 54,571 65,942 19%-5%-22%5060,556 49,908 63,804 76,470 21%-5%-21%5170,965 57,568 74,599 88,677 23%-5%-20%5283,164 66,404 87,219 102,834 25%-5%-19%5397,460 76,596 101,975 119,250 27%-4%-18%54114,213 88,352 119,228 138,287 29%-4%-17%55133,846 101,913 139,399 160,364 31%-4%-17%56156,854 117,555 162,984 185,964 33%-4%-16%57183,818 135,598 190,558 215,652 36%-4%-15%58215,416 156,410 222,797 250,079 38%-3%-14%59252,445 180,416 260,490 290,002 40%-3%-13%60295,840 208,108 304,561 336,298 42%-3%-12%Deviation fromMarket Data44决定竞争性的工资水平0500001000001500002000002500001234567891011121314151617RMBGradePC41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57Grade or Position Class 一 个 等 级=一 个 标 准 工 资One Grade=One Reference Salary 标 准 工 资=竞 争 报 酬 =招 聘 标 准Reference Salary=Competitive Pay=Recruitment StandardC RG PCRmb411289342153494318274442175645259014630837473671348437084952037506714651799405295174531133085413489955160604561912065722764045设定工资幅度由中点开始(或标准工资)u Start with Mid-Point(or Reference Salary)决定幅度u Decide Range Spread定最低工资u Establish Minimum 定最高工资u Establish Maximum46中点增加率Gradual逐渐的Moderate稳健的Steep陡斜的10%10%15%15%30%30%More grades多级别Less grades少级别47工资幅度的重要性Q4Q2Q3Q1中点=竞争性工资Mid-Point=Competitive PayMaximum 最高点Minimum 最低点一般期望=标准工资Standard Expectation=Reference Salary-Performance 工作表现-Competencies 技能-Years in service 效劳年期48多少结构市场特色市场特色Market Characteristics内部平衡内部平衡Internal Equity外部竞争力外部竞争力External Competitiveness管理概念管理概念Management Philosophy49$中值前进mid-point progressionReference Salary标准工资Grades等级高或低用什么策略?What Strategies?50个人工资的决定51决定个人工资u Based on performance?根據表現u Based on competencies?根據技能u Based on salary in range?根據工資幅度u Based on seniority?根據年資u Discretionary?酌情處理52Position ClassNumber of EmployeeMarketMEDIANCurrentMid-PointMid-PointProgressnNew MinimumNew Mid-PointNew MaximumCurrent Actual PayCompa-RatioNew Actual PayAdjustment42110,6919,750138,55310,69113,36412,2951.2613,4821,18743112,06511,018139,66512,08115,10113,3411.2114,6281,28744113,61512,4501310,92113,65117,06414,4751.1615,8711,39645115,36414,0681312,34115,42619,28315,7061.1217,2221,51646117,33815,8971313,94517,43121,78917,0411.0718,6851,64447119,56617,9641315,75819,69724,62118,4901.0320,2741,78448122,08020,2991317,80622,25827,82320,0620.9921,9981,93649124,91722,9381320,12225,15231,44021,7680.9523,8692,10150128,11925,9201322,73728,42135,52623,6190.9125,8982,27951131,73229,8081526,14832,68540,85625,6270.8628,1002,47352135,80934,2791530,07037,58746,98427,8060.8130,4892,68353140,41039,4211534,58043,22554,03130,1700.7733,0812,91154145,60345,3341539,76749,70962,13632,7350.7235,8943,159273,13526,3589.65%Total AdjustmentAdjustment%New Pay Structure新工資結構調整市场工资的调整53工资定位(1)05,00010,00015,00020,00025,00030,00035,00040,00045,00050,00042434445464748495051525354Market MedianCurrent Mid-PointCurrent Actual PayPosition ClassRMB54Position ClassNumber of EmployeeMarketMEDIANCurrentMid-PointMid-PointProgressnNew MinimumNew Mid-PointNew MaximumCurrent Actual PayCompa-RatioNew Actual PayAdjustment42110,6919,750138,55310,69113,36412,2951.2612,295043112,06511,018139,66512,08115,10113,3411.2113,341044113,61512,4501310,92113,65117,06414,4751.1614,475045115,36414,0681312,34115,42619,28315,7061.1215,706046117,33815,8971313,94517,43121,78917,0411.0717,041047119,56617,9641315,75819,69724,62118,4901.0318,490048122,08020,2991317,80622,25827,82320,0620.9921,9981,93649124,91722,9381320,12225,15231,44021,7680.9523,8692,10150128,11925,9201322,73728,42135,52623,6190.9125,8982,27951131,73229,8081526,14832,68540,85625,6270.8628,1002,47352135,80934,2791530,07037,58746,98427,8060.8130,4892,68353140,41039,4211534,58043,22554,03130,1700.7733,0812,91154145,60345,3341539,76749,70962,13632,7350.7235,8943,159273,13517,5436.42%Total AdjustmentAdjustment%New Pay Structure新工資結構調整工资调整55加薪預算的分配56分配百分十的加薪預算1)Differentiate by performance only 從表現區分2)Differentiate by performance and position in range 從表現以及職位幅度區分3)Differentiate by competency 從技能區分4)Differentiate by competency and position in range 從技能以及職位幅度區分57從表現區分百分十的預算設計百分十的預算設計 10%Budget by Designu 以工資分配作于比重百分比增加以工資分配作于比重百分比增加Rating#in category%in categorySalary%Salary in Category%Increase Guideline%Salary x%Increase51315.614,600181.50 x27.00 x43744.635,065431.25x53.75x32934.926,900331.0 x33.00 x244.84,54160.75x4.5x100000081,106118.25x58如何做到Performance 0.930.94-1.061.07Rating0.350.490.1650.1840.4330.3320.0610Compa-Ratio%of salaries in this third of salary range%of salaries in this performance rating category59基于绩效的薪酬体系的形式u 一次性奖励(Yearly)u 及时奖励(Long-Service Reward,Innovation,and Achievement)u 个人奖励u 团队奖励u 利润分享 u 销售分享60奖励方案的政策与策略业务整合绩效要素财务来源计算公式绩效标准奖励周期奖励时机奖励方案应将公司的关键绩效指标和关键成功要素结合起来绩效要素应表现出公司的战略方向以及长期与短期的平衡员工的奖励方案所要求的现金来自何处，与公司财务表现的关系如何如何用简易的公式计算员工奖励的具体数目如何衡量事先设定的绩效要素员工奖励的频率/周期如何什么样的员工有资格参与奖励方案，各自的时机如何61销售奖金与销售提成的区别提成提成 公式驱动 与销售额、销售单元或销售利润相关的一定比例和一定的量 事先设定的 事后难以改变目标性奖金目标性奖金 目标驱动 一定比例根本工资，基于绩效与目标的比照 比例通常是浮动的 事后决定的62销售奖金与销售提成的最好应用/特点根本工资根本工资+提成提成 试图提高销售额，但有强调其他非销售的行为 在新销售人员进入时，可能比较容易稳定销售人员 目标设定不容易根本工资根本工资+目标性奖金目标性奖金 试图到达长期性目标，如组织想要的结果 及时性不够 目标设定容易提成提成 突出提高销售额，不太关注行为 相对容易控制本钱 个人业绩与个人努力关系密切 容易计算/易于理解63长期奖励方案64認股權的歷程u Grant Date 給予日 u the date when option is given 給予認股權證確實日期u establishes the option price i.e stock price above which option recipient earns a profit for stock price growth.u訂立認股權價。股價高於認股權價即認股權持有人可因股價上升而獲利u Vesting Date執行日u the date when option recipient first has the right to take option profit by“exercising the option 認股權持有人首次有權使用認股權的日期u Exercise Date 行使日u the date when option recipient buys the specified shares 認股權持有人買股票的日期u Expiration Date到期日u the end of the option term 認股權完結的日期u the last day the option may be exercised 最後一日行使認股權65認股價u Also known as grant price,strike price,exercise price u又名給予價、認購價、行使價u At-market options(typical)在市場上的認股權典型u“fair market price on the grant date such as:closing price on the grant date;or average of opening and closing price;or prices averaged over several proceeding dates 在給予日以“公平的市價給予，例如：給予日的收市價；開市與收市的平均價；或整個過程的平均價u Discount options(rare)折扣後的認股權(较少)u option price below market value認購價低於市價u Premium options(rare)溢價認股權(较少)u option price above market value認購價高於市價66認股權的種類u Annual Option 年度性的認股權u Retention Option 保存性認股權u Key Contributors Option 主要貢獻者認股權67認股權細節u Annual Grant 按年給予u Each grant runs for 10 years(typical)每次給予維持10年(典型)means that vested options must be exercised within 10 years from grant date 意即由給予日起10年內，必須行使已執行的認股權u Less than 10 years(e.g.5-10)少於10年 growth-oriented companies 增長導向的公司 companies with extreme price volatility 股價飄忽不定的公司68執行u One to five years(provided recipient is still in service)15年(受益人仍在職)u Incremental vesting 逐步執行33%each vesting on the anniversary of Year 2,Year 3,Year 4 在第二、第三、第四週年，每次執行33u Cliff vesting 一次性執行100%vesting on the anniversary of a particular year,e.g.Year 5 在一特定的年度執行100認股權，例如：5年u Performance vesting 績效執行either the earlier of five years or 50%when stock price is at least 25%above original grant price for at least 30 running days,and the balance 50%when the stock price is at least 50%above the grant price for at least 30 running days 達到績效便能獲利，在五年以內 如果股價連續三十天高於原價25%可以有權行使一半認股權，如果股價連續三十天高於原價50%可以行使另外一半認股權。u Accelerated vesting 推動性執行vesting due to certain events prior to normal vesting，pany change of ownership;recipient retires;dies;special reward 因特殊情況而執行的認股權例如：公司擁有權改變；退休；死亡；特殊收益69行使認股權的付款Assumptions:Grant US$20/share Exercise US$60/share 1,000 shares exercise假設:提供美元$20/每股現市價美元$60/每股行使 1000 股t Cash Exercise 現金行權t Cashless Exercise 非現金的行權t Stock-for-Stock Exercise 以股易股的行權70t Optionee to Company 股權持有人付予公司 US$20,000 cash 20，000美元現金 (1,000 exercised shares x US$20 option price)(1，000股可行權的股票期權 X 20美元行權價)t Company to Optionee 公司付予股權持有人 1,000 share 1，000 股 (1,000 shares worth US$60(price exercise)or current market value of US$60,000)(1，000股，每股面值60美元的股票，行權日市價 或市值為 60，000美元的股票)(subject to tax)(需扣稅)現金行權71非現金的行權u Optionee to Company at Exercise 於行權時，股權持有人付予公司於行權時，股權持有人付予公司Nothing;optionee instructs third party broker to exercise 不用支付；股權持有人可經由第三者經紀行權u Company to Optionee at Exercise 於行權時，公司付予股權持有人於行權時，公司付予股權持有人Broker buys and sells simultaneously the 1,000 shares 經紀同時購買與出售1，000股股票Broker delivers 經紀發放 US$40,000 cash profit(subject to tax)40,000 美金現金收益(需扣稅)(US$60 exercise price-US$20 option price x 1,000 exercised shares)(60美金行權價-20美金認股權價 x 1,000 已行權的股票 (subject to tax)(需扣稅)72以股易股的行權u Optionee to Company at Exercise 於行權時，認股權持有人付予公司 u 333 owned shares(actual delivery or through“attestation of ownership)u 333股已直接擁有的股票u(1,000 exercised shares x US$20 option price US$60 exercise price)u (1,000已行權的股票 x 20美金認股權價 60美金行權價u Company to Optionee at Exercise 於行權時，公司付予股權持有人u (Assuming owned shares are exchanged through attestation method)u Optionee retains original 333 owned shares,andu 認股權持有人可繼續持有其本身333股股票，和u Company issues 666 “profit sharesu 公司分配額外666股股票u ($60 exercise price-$20 option price x 1,000 exercised shares)$60 at exercise u (60美金行權價-20美金認股權價 x 1,000已行權的股票)60美金行權價73員工其他的股份分配計劃uPhantom Stock Options 虛擬認股權uStock Appreciation Rights 股票之升值權uEmployee Stock Purchase 員工股份回購uRestricted Stock 限制股份uPerformance Plans 績效計劃74虛擬認股權u Issued by private companies who do not trade in the market 一般由私人，沒有上市的公司提供u Use by public companies who do not have enough shares for real stock options u一般不夠市面股份給予員工的上市公司u Internal stock valuation methodology substitutes traded market price 以內部估價代替市價u Options on units equivalent to shares but not real shares,or 認購認股權的單位與股票單位一样，但是這非等同市面上的股票，或u Rights to the appreciation on shares without related option rights 擁有股價上升的權利，但沒有認股證的認購權75股票之升值權uRight to receive appreciation in the FMV of given number of shares 在公平市場價格，有權得到某一數量股票升值的利潤uOver a fixed period,usually 10 years 一固定時限，通常為期10年 uNo investment needed from executive 行政人員無須投資uDeclining usage 使用率下降76股份回購計劃u A board-based employee-ownership plan u 一個廣泛的員工擁有股份計劃u Applies to all employees 適用於所有員工u Certain employees can be excluded:某一類員工是例外的：u Less than two years in company 服務少於兩年u Less than 20 hours work per week 每週工作少於20小時u“Highly compensated employees 高薪酬員工u Share purchase offered with no more than 15%discount for fair market price 回購股份折扣應少於15u Allow purchase every 3 to 12 months through payroll deduction to enable employees to pay for the sharesu員工可以每3至12個月認購股份，而其費用則在薪金中扣除u Allow 3 to 12 months to exercise option允許有3至12個月行使認股權u The employee is not taxed until sales of the stocku員工只須在股票轉讓後才繳稅77限制股份u Outright award of shares 直接股份獎勵u Restriction to sell or transfer shares u限制股份轉讓或出售u Shares forfeiture u沒收股份u Acceleration contingent upon performance u促進員工的工作表現u High retention tool u保存員工最优工具之一78績效計劃u Supplement stock option plans 補充認股權計劃u Hedge against volatility of stock market 與市場對沖u Stock-or cash-based on LT goals achievement 為達到長遠目標而提供的股票或現金u Financial goals judged to support TSR typical 評估財務目標 Cumulative earnings per share 每股累積盈利 Cumulative return on capital 累積投資回報79谢谢观看/欢送下载BY FAITH I MEAN A VISION OF GOOD ONE CHERISHES AND THE ENTHUSIASM THAT PUSHES ONE TO SEEK ITS FULFILLMENT REGARDLESS OF OBSTACLES.BY FAITH I BY FAITH